Abstract The cultural creativity industry has become a key indicator of national competitiveness; this can be seen from the cultural competition through creativity in major events such as the Olympics and the World Expo. However, culture and artistic creativity cannot be cultivated within short periods of time, and does not lead to accomplishments quickly like technological, economic, or political activities. The primary spirit of the cultural creativity industry should be in disseminating cultural elements and materials, followed by the process of creativity, and finally resulting in economic benefit. Museums are the greatest physical manifestation of cultural imagery. Museums¡¦ six major functions, which are collection, research, education, exhibition, leisure and entertainment, and exchange, indicate that they provide a high quality environment for cultural preservation. Cultural relics are the most important carriers of cultural knowledge; they represent a segment of history, and reflect contemporary customs and lifestyles. Many cultural relics contain stories in their existence, and may easily create interesting topics on an artistic foundation. Thus, museums provide a very important source for enhancing the quality and quantity of cultural meaning. Additionally, museums also provide a stage for the performance of cultural creativity products, such as exhibition-planning, exhibition design, design planning for related media, and the exhibition and sale of industrial art products. The purposes of this study are: 1) to understand the actual conditions of cultural knowledge transmission by museums, and existing correlation to the cultural creativity industry; 2) to collect the more comprehensive actions or projects in providing cultural creativity by museums, to serve as the basis of whether it is necessary to construct a cultural knowledge provisional platform, or how to construct it; and 3) to construct hypotheses on creating a platform organization for museums to provide cultural knowledge. Research subjects include the National Palace Museum (national level), the National History Museum (Ministry of Education), the National Museum of Taiwan Literature (Council for Cultural Affairs), the National Science and Technology Museums (Ministry of Education), the Broadcasting Museum (non-profit corporation). In-depth interviews and questionnaires are used for data collection. Conclusions of this study include: 1. Museums can certainly provide abundant cultural knowledge. 2. Digital archives of museums can certainly be converted to added value for cultural knowledge, and in turn, convert to creative and design knowledge. 3. Digital archives and activity processes and records formed through museum functions are preserved within museums, but are not all open to the public. 4. In order to convert museum digital archives and activity processes and records into externally visible cultural knowledge with creative usage value, it is necessary to use systematic design to stimulate the internal knowledge of museums. In turn, the external and internal knowledge interactive cycle can produce added value in cultural knowledge functions. 5. Since there are great differences among museums in terms of their resources, most museums are unable to convert internal cultural knowledge resources into design knowledge with value added to knowledge. Thus, in order to allow creative personnel to broadly utilize cultural knowledge within various museums, it is necessary to create a feasible platform organization to integrate all cultural knowledge resources within museums. This study suggests that a cultural knowledge platform institution based on museums should be constructed, and the institution should have the following characteristics: 1. A standing and independent organization with long-term and stable funding for operation, with significant public confidence, and can assuredly obtain all knowledge resources of museums. It is possible to collect information hubs of cultural knowledge from various museums, and systematically construct cultural knowledge databases. This organization is not affiliated to any museum and does not exist within government administrative organizations. 2. A friendly and convenient museum knowledge database. Its data should include data in existing domestic museum digital archives, as well as data not provided by museums in the exhibition-planning process. The database should also comprehensively collect creative works derived from museums in various countries, such as exhibitions, films, industrial artworks, operas and music, multimedia, gaming software, museums and urban tourism, apparel, special culture and foods, among others, in order to construct the largest museum knowledge platform database. All databases need to have a powerful base of professional consultants to guide usage, and to have convenient search facilities. 3. A professionally trained and powerful group of creative consultants who can research and develop various projects for converting cultural knowledge into creativity. 4. Multimedia rooms and conference rooms with sufficient cultural atmosphere and seating to allow cultural workers to congregate, comfortable environment for them to discuss their creative ideas. 5. To have several exhibition spaces for standing exhibitions and special exhibitions, to create experimental exhibition rooms that allow museums to serve as a source for creative knowledge, allowing cultural creators to have a concrete place to exchange their ideas. 6. Various stable and continued theme events, including different themes for different cultural creative groups, so they can have events to elicit cultural creativity. An official website could provide various types of up-to-date cultural knowledge, corporate matching information, cultural creation competitions, and information on observations. Unlike most museum websites, this website would be primarily focused on interaction and learning. 7. The platform organization should not belong to any single museum or be directly under the organization of Council for Cultural Affairs, in order to avoid jurisdictional problems. 8. There should be an ability to arrange exhibitions, and the main points of cultural knowledge application should be evinced in the exhibitions. There should be clear instruction on understanding and applications of cultural knowledge of museums by various industries. 9. Location of the platform organization should be easy to reach, within the most popular commercial leisure area (such as department stores), so that more people and cultural creative workers can conveniently reach it. The organization should contain a creative and attractive gift shop and food court area, and the creative products should be related to museums. 10. The organization should be able to invite international creative workers (and groups) by successfully selecting those who create works relating to museum-related issues for exchange and to make lectures. 11. The platform organization can provide creators with supplemental knowledge in exhibition technology, manufacturing and production, and financial management. 12. A membership system for domestic people, cultural creative workers, and corporations, but foreigners should be able to view exhibits once by using their passports. Tourism promotions can quickly transmit information about Taiwanese museums and to rapidly promote creative works in museums. Here, it is possible to refer to a successful example in the Thailand Creative and Design Center in Bangkok. 13. Different associations can be established within the platform organization, in order to promote further exchange of knowledge and experiences. Keyword: museum, cultural creativity industry, cultural knowledge, digital archives

本研究的目的，在於建構一套觀光工廠文創化評鑑指標。 觀光工廠屬於產業文創化實踐的一環，觀光工廠所營造的體驗服務，亦屬於創意生活產業領域的一環。觀光工廠既被歸類至文創領域，則理應在文化創意層面多加著墨。然而，現行的觀光工廠評鑑指標並未將文化與創意元素具體羅列，於文創層面涉入不足，無法有效評量觀光工廠在文化創意面的具體表現，故本研究旨在重新建構一套屬於觀光工廠的文創化指標，作為提升觀光工廠文創質化品質的具體指南，使「產業文創化」的理念在推廣過程中能有所依據，進而落實於實際執行的成果。 本研究運用修正式德菲法，先透過文獻探討歸納出觀光工廠於文創層面的檢視題項，再針對學者、業者、政府單位三批專家進行三回合的意見調查，刪除重要性不足的題項後進行因素分析，研究結果為： 1.文化內涵方面，應具備傳播性、品牌化、在地性以及核心價值。 2.創意思維方面，應具備創新性、多元性、並著重體驗行銷。 3.特色美學方面，應具備風格化、整合性、並呈現視覺識別設計。

文化創意產業已成為當今世界各國經濟發展的重要課題，行政院也界定出科技與文化雙主軸的發展策略。根據文建會文化白皮書中指出台灣十三項文化創意項目中，工藝產業發展最具傳統文化價值及突顯地方傳統特色。台灣資訊科技產業發達但如何結合文化創意，以開創新的市場商機便成為本研究主要動機。　 　　本研究主要探討科技商品結合文化創意並運用水平行銷來開創新市場，並透過未來的行銷概念，提供未來進入文化創意產業者一個實用的行銷策略。針對選取個案，採深度訪談法，輔以次級資料蒐集與分析以瞭解運用水平行銷的觀點，分析文化創意與科技產品結合的產品重新定位策略並運用行銷3.0模式，提供新產品與新市場之行銷策略。根據分析結果有以下發現： 　　運用水平行銷法可產生以下效益：1. 創造新市場。2. 新商品價值。3. 新行銷運作模式。而文化商品行銷策略特別在以下幾點更要注重未來的溝通方式。1. 人性行銷：包括品牌認同、品牌誠信與品牌形象。2. 共同創作。3.選擇相互契合的通路夥伴。 / Cultural and creative industries have become worldwide economic development focus, and the Executive Yuan has also formulated a strategy for developing the industry both in technology and culture aspects. According to the 13 cultural and creative industries listed in the White Paper on Cultural Affairs from the Council for Cultural Affairs, the development of the craft industry is most valuable culturally and can highlight local traditions. The Taiwan IT industry has been mature, and the purpose of this research is how to incorporate cultural creativity to create new market opportunities. This research focuses on the integration of technology products and cultural creativity with lateral marketing to create new markets, and on the applications of future marketing ideas to provide practical marketing strategy for any potential cultural and creative industry businesses. This research exercises in-depth interview for selected cases in combination with the collection and analysis of secondary information to gain an insight into lateral marketing. The purpose is to provide new products and new marketing strategy by analyzing the incorporation of cultural creativity into technological products, re-positioning strategy and utilizing Marketing 3.0. The research findings include the followings: The lateral marketing yields the following benefits: 1) creating new markets, 2) new product value, and 3) new marketing models. Besides, the marketing strategy of cultural product should emphasize the following points to improve future marketing communication: 1) human-based marketing: brand recognition, brand integrity, and brand image, 2) cooperative creation, and 3) selecting suitable channel partner.

自英國於1997年首度提出創意產業，讓創意的附加價值藉由無形或文化性的特質融入到產品與服務創新中，文創產業已然是後知識經濟時代的指標；基於台灣文創環境的無形資產鑑價制度尚處於建構期，整體機制尚不成熟，因此相關企業在面對成長躍進中常因資金受限，也間接影響了整體產業發展，而此種現象尤以藝術經紀授權產業為甚。 「無形資產」是藝術經紀授權產業營運模式的核心。而國內對於如何將無形資產轉換為有形之概念性商品，而且又能使商品成本與企業價值被量化之議題的論述探究甚少，因此本研究將以藝術經紀授權產業為主體架構去進行鑑價模型之分析，冀望為文創產業注入更大的延展空間。 本研究整理現今無形資產、智慧資本、智慧財產之相關鑑價理論與方法流程，並就藝術經紀授權產業現況進行質化的分析，並冀望從理論出發含概實務觀點的去建構適合此產業的鑑價機制，並挑選P個案公司去驗證本研究所提出運作模型，以實現其價值轉化過程。 本研究結果可以幫助文創產業中之無形資產鑑價分析較為貼近產業之真實面貌，亦可讓文創產業經營者引為借鏡，以期盼提升台灣整體文創產業的競爭力。最重要的是藉由檢視相關產業的發展歷程，本文獻進而讓政府在制定相關產業政策時，更能以全方位的角度衡量產業政策，降低產業投入者資金進入門檻，讓更多的創投基金及金融機構投入，以促進產業發展與提升產業競爭力。 / Since the introduction of creative industry in Great Britain in 1997, which allowed the merge of value-added creativity into product and service innovations via intangible or cultural features, cultural creative industry has apparently become the index of the post-information economy. However, the intangible asset valuation system in the cultural creative industry in Taiwan is still under construction, yet immature, and the lack of capital inflow is usually the key restriction to the development and progress for many relevant enterprises, which in turn influenced the development of the entire industry; such phenomena is especially apparent in the industry of art 、agency、 licensing. “Intangible asset” lies at the core of the operation of art 、agency、and licensing industry. But there is not enough discourse analysis domestically on issues regarding how to turn intangible asset into conceptually tangible products or to further quantify the product cost and enterprise values, therefore, this study conducts analyses of valuation model based on the scaffolding of the art 、agency、 and licensing industry, hoping to introduce greater room for expansion in the cultural creative industry. The study has compiled valuation theories, methodologies and procedures regarding intangible asset, intellectual asset, and intellectual property, conducted qualitative analysis on the current status of art agency、 licensing with the expectation to develop a valuation mechanism suitable for this industry based on the theories and practical aspects, selecting company P as example to verify the operation model proposed in the study and to realize the process of value transformation. The study aims to help bring the valuation analysis of intangible asset in the cultural creative industry closer to the reality, and also serve as a reflection for operators of the cultural creative industry with the expectation of promoting the overall competitiveness of the cultural creative industry in Taiwan. Most importantly, by inspecting the process of development in related industries, this study may in turn provide an all-rounded evaluation for the government when drafting relevant policies of the industry to lower the investment threshold, allow the introduction of more venture capitals and financial institutions, and facilitate the development of the industry and improve competitiveness.

文化創意產業乃近年來政府所大力推動的重點產業，儘管文化究係一種「服務」或「產業」，爭議頗多，然而睽諸世界先進國家，如英國設有事權統一之文化媒體體育部(The Department of Culture, Media and Sport)職司全英文化政策之擬訂，並以發行彩券部份收入，鼓勵新穎多元之創作；再如丹麥政府早就發現企業界和文化界的語言渾然不同，發現國家需要教育課程來訓練學生如何經營文化事業，這包括建立對整個產業的知識，能夠斡旋協調、解決衝突，並擁有處理預算、智慧財產權、合約及版稅的能力，於是當務之急，是希望商學院可以把注意力多放在文化界的發展潛力上，增加相關主題、課程和所謂「第三級教育」的訓練；澳洲則就文化產業核心，從精英藝術與社區藝術之論述，進一步發展到休閒與娛樂；其文化態度，亦跳脫文化公民權之爭論，邁入文化消費期。凡此種種，皆從發展文化創意「產業」之角度，作為施政方針。 　　反觀台灣文化創意產業之經營環境日益艱困，至今未有事權統一之「文化部」，文化創意政府分工上，教育部獨置身事外以及至今未能建立諸如好萊塢的「完工保證」制度以吸引投資者等，因此本研究所欲探討之主題計有四項： 1.文化創意產特質為何？與過去台灣所擅長的製造業的價值鏈、商業模式等，有何不同？ 2.政府政策之制訂與產業界之需求，其緊密度為何？是否尚有政策調整之空間與方向？ 3.文化創意產業之經營者係一「守門人」之角色，此守門人之角色如何整合「線上成本」與「線下成本」中之各個成員角色，在「彈性專業化」的合作關係中，形成一種商業模式？ 4.文化創意人普遍缺乏避險觀念，因此如何「以銷定產」，透過「創業財務」理論，經由「高概念」與「國際分工」募集資金，迴避風險，是為本研究所要深入探討的主題。 / The idea of developing cultural and creative industries has been putting forward by the government in recent years even though the arguments of culture being as a service or an industry remains disputable. However, policymakers in more advanced countries have moved beyond the debate and recognized the importance of the industries at different level: The United Kingdom sets up the Department of Culture, Media and Sport as the solo division in charge of policy formulation. Part of the income from National Lottery is devoted to encourage creation; Being aware of the differences between business professionals and creative talents, Denmark educates students with the know-how of cultural industry management, including the skills of negotiation and conflict solving and the abilities to deal with budget, copyright, contract and royalties. It also urges business schools to enhance entrepreneurial potential by adding more topics, classes and so-called “tertiary education” to their curriculums. Australia, on the other hand, has extended the core value of culture and creative industries from elite and community arts to recreation and entertainment. It has moved from the phrase of debating cultural citizenship into cultural consumption. With reference to the experience of other countries, we can conclude that culture and creativity sectors should be considered as “industries” rather than “services” for policy measures. On contrary, the business environment has become difficult for the cultural and creative sectors in Taiwan. There’s no one single government entity to take account of cul-tural factors and attach greater importance to promoting the development of cultural indus-tries in the course of policy formulation and implementation; Ministry of Education has not partake in studying the vision for development and direction for the industries; Lacking of completion guarantees leaves investors with big doubts and consequently hider the estab-lishment of finance resources. To solve the above-mentioned issues, this research will fo-cus on: 1.The characteristics of cultural/creative industries. How are they different from the value chains and business models of manufacturing that has dominated Taiwan's industrial sector? 2.The gaps between current policies and the real needs of the industries. What can be done to favor the development of the sectors? Any adjustment to make or ap-proach to establish? 3.The role of decision makers in cultural/creative industries as “gatekeepers.” How do they control the above and below the line costs and utilizing the concept of flexible specialization to manage their businesses? 4.The sales and marketing of creative products. Traditionally, creative talents have little knowledge on risk control. How to develop new products or services in the context of existing provision in the market? How to avoid risk and raise money by bringing in the notion of “high concept” and “co-production” in filmmaking?